Defining Your Social Learning Strategy
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Defining Your Social Learning Strategy One of the most efficient—and effective—ways to amplify and extend the value of your learning programs is to empower people to interact and share knowledge of their own, in addition to participating in formal learning programs. In fact, a social learning strategy is essential to bringing the power of learning to the forefront of your organization, and ultimately, maximizing the business impact of your overall enterprise learning initiatives. Join Mike Merriman, Director of Strategic Services at Mzinga, for this session as he explains how you can quickly begin to put social learning to use—on its own, as well as blended with established formal programs—for not only your employees, but your customers, prospects and partners as well. This interactive sessions will include use cases that you can adopt for your own purposes, best practices, and real-world examples. Mike Merriman mmerriman@mzinga.com Follow me @mmerriman http://www.mzinga.com/company/executives.asp?pagen=46
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Defining Your Social Learning Strategy
- 1. Defining Your Social Learning StrategyMike Merriman, Mzinga www.mzinga.com | February 2011 Society for Applied Learning TechnologyNew Learning Technologies Conference
- 3. “ “ Today's workplace is diverse, distributed and full of context shifts. Companies with existing investments in learning will look to squeeze even more value from this expenditure. More techniques and technologies will emerge that incorporate social software, and the lines between learning, talent management and human capital management systems will continue to blur. ” ” Source: Gartner Group
- 4. Learning Today: And the Need for a New Approach *Deloitte/ISCEBS survey, March 2008
- 6. Structured
- 10. Episodic
- 12. Unique skill sets required
- 14. Bite-sized & digestible
- 19. Continual vs. event based
- 20. Mirrors how people really learn
- 21. Learn from each otherMore content; lower cost Contextual; more compelling Collaborative; continual
- 22. New Frameworks Are Emerging
- 23. New Frameworks Are Emerging
- 24. Continuous Learning Model Provides Greater Retention…
- 26. Fostered better knowledge retention
- 33. Establish an extended workforce
- 35. And Deliver More Measurable Results In workplaces with combined formal and social learning, employees… Enhanced efficiencies Improved Productivity Increased Competency Can gain direct access to information they typically spend 12hours per week gathering Perform tasks 41% faster than with formal learning alone Complete tasks 30% more accurately than with formal learning alone US Department of Labor
- 36. But How Do You Get Started?
- 37. Putting It Into Practice
- 38. Are You the Pipe or the Plumber?
- 39. Sample Social Learning Initiatives & Programs
- 42. Watch Words
- 43. HTML PurificationUser-generated content Content Seeding Populate your site with content to keep participation active Pre-moderation Submitted content reviewed prior to posting; safe content posted to live site Pre-ModerationQueue Community Contributors (Programming, content seeding, etc) Member tools Also enable members to report violations Response Moderation & Proactive Scanning Filtered content posted without advance review; moderators monitor live site for violations
- 44. Discussion Opportunities Phases Risks Rewards www.mzinga.com l August 2009
- 45. Thank You! www.mzinga.com l August 2009
Hinweis der Redaktion
- Defining Your Social Learning StrategyOne of the most efficient—and effective—ways to amplify and extend the value of your learning programs is to empower people to interact and share knowledge of their own, in addition to participating in formal learning programs. In fact, a social learning strategy is essential to bringing the power of learning to the forefront of your organization, and ultimately, maximizing the business impact of your overall enterprise learning initiatives. Join Mike Merriman, Director of Strategic Servicesat Mzinga, for this session as he explains how you can quickly begin to put social learning to use—on its own, as well as blended with established formal programs—for not only your employees, but your customers, prospects and partners as well. This interactive sessions will include use cases that you can adopt for your own purposes, best practices, and real-world examples. Register today so you won't miss this practical and informative session! Mike Merrimanmmerriman@mzinga.comFollow me @mmerrimanhttp://www.mzinga.com/company/executives.asp?pagen=46
- Talent Shortage Emerges as No. 1 Employer Concern Economic security in retirement and financial growth opportunities most troubling to employees, according to Deloitte/ISCEBS survey Published: 3/25/08Nearly three-quarters of the 413 U.S. human resources professionals surveyed cited talent as their top concernand a majority (56 percent) plan to “redesign some of our reward programs to better align the interest of employees and the organization and promote employee engagement.”HR organizations around the world are becoming increasingly business-driven and strategic, shifting their focus from HR administration and cost reduction to long-term ROI and growth in a way that directly impacts the bottom line.”This group, also called Generation Y and the Net Generation, is made up of 80 million people in the United States born between 1978 and 1999They spend 72 hours per week of connected time—by phone and IM”—seeking advice and input on the smallest decisions, says Jim Taylor, a futurist, author and vice chairman of Waterbury, Conn.-based The Harrison Group, a marketing consulting and research services firm, which has consulted for large companies on tapping the teen market.Seventy-three percent of hiring managers and HR professionals age 25 to 29 also say Generation Y workers expect more money, promotions, flexible work schedules and vacation time. (For more information on Generation Y's upbringing and its impact on the workplace, read Management Techniques for Bringing Out the Best in Generation Y.)Generation Y has been so vocal about its job expectations that employers are beginning to take notice. Fifteen percent of employers said they changed their HR policies or implemented new ones to cater to Generation Y workers.Employers Change Corporate HR Policies to Cater to Generation Y, Survey Finds CIO Magazine, Oct. 2007
- For further detail:http://joshbersin.com/2009/05/24/modern-corporate-training-the-enterprise-learning-framework/
- http://joshbersin.com/2009/05/24/modern-corporate-training-the-enterprise-learning-framework/